module 1: administrative supervision supervisor as manager supervisor as manager developed by butler...
TRANSCRIPT
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Module 1: Administrative Supervision
Supervisor as ManagerSupervisor as Manager
Developed by Butler Institute for Families
Supervisor Core TrainingSupervisor Core Training
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A Social Work Supervisor…
• “…is an agency administrative staff member to whom authority is delegated to:direct, coordinate, enhance, and evaluate the on-the-job performance of the supervisees for whose work he or she is held accountable.
• The supervisor performs administrative, educational, [clinical], and supportive functions in the context of a positive relationship.”
(Kadushin & Harkness, 2002, p. 23)
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Putting the Pieces Together
MANAGER COACH CLINICIAN TEAM LEADER
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Parallel Process
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Transitioning from Peer to Transitioning from Peer to SupervisorSupervisor
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CompetenciesCompetencies
• SUP101-01 Ability to navigate the transition from worker to supervisor including different expectations, responsibilities and role relationships with staff
• SUP101-02 Ability to recognize the four aspects of supervision: administrative, educational, clinical and supportive
• SUP101-04 Ability to recognize the impact of parallel process between the supervisor and caseworker on the relationship between the caseworker and the client
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Strategies for Transitioning
• Acknowledge inexperience, but emphasize motivation
• Acknowledge differences from the previous supervisor, but also provide assurances
• Acknowledge changes in relationships with friends
• Encourage feedback• Embrace new relationships and friendships
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• Sharing confidential info• Blaming Management• Over/Under Supervising• Failing to delegate• Over looking problems
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• Network• Communication• Check in• Handle problems• Clear expectations• Avoid getting caught up
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Supervisor as Self-AwareSupervisor as Self-Aware
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Supervisor as LeaderSupervisor as Leader
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CompetenciesCompetencies
• SUP101-03 Ability to understand differences between leadership and management
• SUP101-06Ability to understand the role of the supervisor as
an intermediary between front-line staff and administration
• SUP101-07 Ability to understand the role of the supervisor as an advocate for and intermediary between front line staff and administration.
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Management versus Leadership
• Management is about head-work• Leadership is heart-work• The manager asks how and when -
the leader asks what and why• The manager accepts the status quo - the
leader challenges it
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Leadership Tasks
• Do the right things
• Do things right
• Do the right things right
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Leadership and Management
Leadership Management
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A Leader…
• Creates a Vision
• Communicates that Vision
• Commitment
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Manager
• Vision a reality…………– implemented efficiently and successfully.
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Supervising from the Middle
• Leaders of subordinates, but subordinates to administrators
• The highest level employee and the lowest level manager
• A sub-administrator and a supra-practitioner• The bridge between management and the
work group
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Middle Manager Questions
• What does it mean to lead as a supervisor from the middle at a child welfare agency?
• What decisions can you make and what needs to be kicked up to the next level?
• What are the opportunities?• What are the challenges?• What strategies can you employ to overcome
challenges?
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Supervisor as Change AgentSupervisor as Change Agent
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Process of Change
• Identification of change-denial of the problem. – Strategies: Encourage to rethink. What’s not
right?
• Present change-Ambivalence/conflicted– Strategies: Weigh Pros and cons, Confirm
readiness for change and confidence in their abilities
• Identify Barriers
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Process of Change continued
• Preparation– Strategies: experimenting and collecting
information– Setting goals, Plan of action and listing
motivational factors
• Action- taking action toward goal– Strategies: Reward successes, supports, list
successes
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Readiness for Change Questions1. Staff members understand
specific changes may improve outcomes for the children and families
2. Some staff members resist any type of change
3. Most staff members are willing to try new ideas
4. It is easy to change procedures to meet new conditions
1. Some staff members are too cautious or slow to make changes
2. Staff members ask questions and express concerns about changes
3. Staff members are encouraged to discuss and explore evidence-based practice techniques
4. Staff members adapt quickly when they have to shift focus to accommodate program changes
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Silent Activity re: ChangeSilent Activity re: Change
1. Write or Draw your attitude towards change.
2. Walk around and make comments on others’
flip chart paper
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Keys to Successful Change
• Use strengths-based perspective• Empower team members• Create momentum through small changes
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“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.”
- Charles Darwin
Portrait of Charles Robert Darwin (1809-1882), BiologistPhotographer: Ernest Edwards, London. (Photographic company)
http://www.sil.si.edu/digitalcollections/hst/scientific-identity/intro.htm
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Transfer Time Learning CirclesTransfer Time Learning Circles
Reflections
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Module 1 – Day 2Module 1 – Day 2
Welcome Back
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HAVES andHAVES andHAVE NOT’SHAVE NOT’S
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Power is the ability to influence behavior or implement action
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Power Types
Position Power Personal Power
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Personal and Position
• Within you• Respect• Satisfaction• Follow you
• Assumed• Vision, Mission
and Direction• Clear Vision• Sanction and
Rewards
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Social Motives
• Achievement: This person places great importance on achieving, on doing things well, and on making wise use of time and resources to achieve more
• Affiliation: This person places great emphasis on avoiding conflict and having good relationships
• Power: This person prefers positions of prestige and influence so that he or she can have an impact on events
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Conflict ManagementConflict Management
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CompetenciesCompetencies• SUP114-01 Ability to know the typical stages in the development and
evolution of conflict, and at which stages intervention is most likely to successfully resolve the conflict
• SUP114-02 Ability to know how to encourage and support staff to acknowledge and constructively address unresolved conflicts
• SUP114-03 Ability to identify and assess the origins and dynamics of conflict among agency departments, staff members, clients and service providers
• SUP114-04 Ability to identify the stages of escalation and conflict and the methods to intervene to prevent or reduce escalation at each stage
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• Compromise• Avoid it• Talk it out• Negotiate• Chance• Ignore
• Take turns• Apologize• Share• Postpone• Humor
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Conflict Styles
• ACCOMMODATING: collaboration and cooperation to arrive at a mutually satisfying resolution
• AVOIDING: postponing an issue until a better time, or withdrawing from the situation
• COMPETING: Pursue own interests… competition
• COMPROMISING: Mutually acceptable solutions that partially satisfy the parties involved
• COLLABORATION
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Accommodating
“ I give in”
“I don’t care that much, have it your way”
Positives:•Cares more about the other person than the issue
Negatives:•If used too often, you may resent not being able to give your opinion
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Avoiding
I check out/leave
“ I’d rather not deal with it now”
Positives:•Gets you away from dangerous situations•Allows you to cool down if emotions are too high
Negatives:•Don’t give your opinion when it is something that matters to you•Not a good way to handle work or life
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Competing
“I take charge”
“Might makes right”
Positives:•When something needs to be decided quickly (emergency)
Negatives:•Being a shark too often will disrupt relationships, leaving you alone
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Compromising
“We both win”
“2 heads are better than one”
Positives:•Want something that satisfies both sides•Get feelings and thoughts out and deal with them so they don’t cause problems later
Negatives:•Time consuming•Not worth it if it is not a big issue for you
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• http://www.meettheboss.tv/video/meet-ninja-managing-conflict
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Conflict Resolution at Work for “Dummies” (made simple)
• What would you like to see happen? What does that look like for you?
• Can you tell me about that? • What about this situation is most troubling to you? What’s
most important to you? • Are you willing to share the impact this has had on you? Are
you willing to hear my perspective?• What would it take for us to be able to move forward? How
do we get there? • What ideas do you have to meet both of our needs?
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HiringHiring
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Qualities
• You can teach the work, but you can’t change personalities, capacities, or core abilities.
• Your hiring should, therefore, be about those qualities that you can work with and that are important for the job.
• What are some of those qualities?
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Hiring Panels• Ask questions that get to the qualities you want• Ask about specific experiences• Ask about situations• Don’t ask about personal issues (i.e., marriage,
children)• Don’t significantly change your questions, if at all,
between candidates• Keep hiring notes
• Before hiring, be clear as to salary and start date
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Analyzing Performance Analyzing Performance ProblemsProblems
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CompetenciesCompetencies• SUP114-01 Ability to use legal guidelines, agency protocols, and practice
standards to manage personnel activities at unit level • SUP114-02 Ability to identify basic provisions of the agency’s union
contracts and the benefits and challenges of working with unions and bargaining units representing agency staff
• SUP114-03 Ability to understand the supervisor’s responsibilities to maintain personnel files for all staff and what information must be documented
• SUP114-07 Ability to develop and communicate clear, measurable, mission-critical performance expectations for unit staff
• SUP114-09 Ability to fairly and accurately assess staff performance, provide constructive feedback to staff about their performance, and use evaluation data to help staff improve performance
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• Focused on the symptoms
• Didn’t thoroughly assess
• Wrong Conclusion
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What is the issue?
Analyzing Performance Problems
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Is it worth your time?
Analyzing Performance Problems
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Do employees know their performance is not what it should be?
Analyzing Performance Problems
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Do employees know what is supposed to be done?
Analyzing Performance Problems
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Do employees know how to do it?
Analyzing Performance Problems
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Could the employees do it if they wanted to?
Analyzing Performance Problems
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Analyzing Performance Problems: Summary
• What is the issue? • Is it worth your time?• Do employees know their performance is not
what it should be?• Do employees know what is supposed to be
done?• Do employees know how to do it? • Could the employees do it if they wanted to?
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Progressive Corrective Action
• Counseling• Verbal reprimand • Written reprimand • Suspension• Cut in pay• Demotion• Termination
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Counseling EmployeesCounseling Employees
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Parallel Process
1. Build a consensus as to the issues2. Set objectives and actions steps as to how to
reach the objectives3. Be specific as to the plan, including how
progress will be measured.4. Document and celebrate success – or take
next steps in progressive discipline.
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Personnel ManagementPersonnel Management
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Transfer Time Learning CirclesTransfer Time Learning Circles
Reflections